Who’s winning BIM adoption game in Europe?

UK still leads the ranking of European countries for the development and implementation of BIM.

In 2021, the UK remains the undisputed leader in BIM implementation in construction, compared with other European nations. This is a key finding within PlanRadar’s latest Europe-wide ranking of BIM adoption, but there’s clear evidence other countries are snapping at our heals.

PlanRadar analysed research, examined government policy documents and conducted interviews to discover why BIM is being deployed in each country, and to gauge construction professionals’ attitudes to digital technology tools in their industry. It also explored where swift growth in BIM is most likely in the coming years, and which governments have progressed furthest in making construction BIM mandatory. The findings are a useful follow-up to the recently published Construction Manager BIM annual survey, which pinpoints distinct barriers to adoption in the UK market, confirming 2020 was not the year of expedited UK take-up we might have expected.

Britain has long been considered a pioneer in BIM technology, with projects such as the Heathrow Airport reconstruction using early BIM technologies in the 1980s. However, it’s fascinating to note that while Russia’s first BIM projects only appeared in 2014, the country is on a steep upward trajectory. No other European country has adopted so many laws on standardisation and the mandatory implementation of BIM in the construction industry. Russia is arguably the most eagle-eyed nation for compliance and harnessing advanced BIM tech to drive efficiencies.

Likewise, closer examination of Germany’s highly developed construction market reveals advanced and widespread BIM adoption. The government is investing in BIM standardisation, skills training and support for BIM projects, as part of its vision for the future digitalisation of the German construction sector.

Here’s a summary of the state of BIM adoption in Europe:

UK – The UK has the highest number of construction companies using BIM at level 2 and beyond.  It remains the leader in the earliest use and implementation of BIM in construction projects. Since 2016 all state-funded projects must use at least BIM level 2, and this has led to a surge in awareness and use of BIM in the last decade. For private projects, BIM usage is advised but not mandatory. Currently, only 62% of small businesses in the UK actively use BIM, compared to 80% of large businesses.

Germany – Approximately 70% of German construction companies use BIM at different levels. However, the majority are architects and design companies, making use of BIM in the design phase rather than construction and operation. Since 2017, BIM has been mandatory for projects worth over €100 million. And from 31st December 2020, BIM became mandatory for all public contracts relating to the building of federal infrastructure.

France – France does not yet have a single BIM standard enshrined in law or regulation, yet 35% of developers in France use BIM for their real estate projects. In addition, 50 to 60% of the leaders in the French construction market have switched to BIM, with level 2 as the most common maturity level. At the end of 2018, BIM Plan 2022 was launched to encourage construction participants to integrate it into their workflows. Still, construction companies have struggled to agree since there is no single approved BIM standard.

Austria – Austria has developed its own advanced BIM standards – ÖNORM A 6241-2 (covering all BIM levels including 3) was developed by the Austrian Standards Institute and published in 2015. However, only 20% of small and medium construction companies use BIM. Since 2018, BIM has been mandatory for budget control in the construction of public buildings. In accordance with a recommendation by the European Commission, BIM has been mandatory in Austria for tenders and public works contracts since 2020. However, legislation enforcing the use of BIM in Austria more broadly has not been passed.

Russia – BIM technology is used by very large property developers and construction companies that operate in the largest cities such as Moscow, St. Petersburg, Kazan, Ufa, Yekaterinburg. When it comes to legislation standardising and mandating BIM, Russia is the clear leader. Today there are 15 national standards (GOSTs) and eight sets of rules for information modelling in the country. From March 2022, all government projects are required to use BIM technology, and further legislation is in the pipeline.

Poland – Research from 2019 found that 43% of developers used BIM, however the BIM protocol in Poland is not standardised. Polish laws to regulate the use of BIM have stumbled in recent years. In 2020, The Ministry of Development, Labour and Technology published a roadmap of BIM implementation for public procurement. However, it’s thought BIM won’t become mandatory in Poland for capital construction projects with a state budget until 2030.

Croatia – The lowest ranked in terms of BIM implementation at the state level is Croatia. Approximately 25% of all Croatian architects and designers use entry-level BIM, meaning level 0, or two-dimensional CAD projects. BIM does not currently feature in Croatian building legislation.

Clearly, BIM in construction has not reached its full potential in Europe. The UK may lead the pack today, but countries like Russia and Germany are forging ahead with skills and legal frameworks, eager to capitalise on all the cost, accuracy and time efficiency benefits BIM brings. Next year’s European BIM ranking could paint a very different picture.

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LHC Announces Short Extension for Framework

Public sector framework specialist LHC has extended its schools and community buildings framework by an extra three months. This follows on from a delay in the retendering procedure cause by the COVID-19 pandemic.

The Schools and Communty Buildings (SCB2) framework, which covers new build, extension and associated works for school, community, healthcare and emergency services buildings, will be extended for a further three months, expiring on 30 September 2021.

This framework will help local authorities, social landlords and other public bodies source suppliers for new-build projects as well as extension, refurbishment and associated works with a design service, including architectural services, mechanical and electrical services design, and structural and civil engineering design.

Later in the year, LHC will launch its Public Buildings and Infrastructure (PB3) framework, which builds on the outgoing SCB2 framework and will also cover infrastructure works. The new PB3 framework is worth up to £750 million in England, £750 million in Scotland and £100 million in Wales.

The framework can be used by public sector organisations to procure services for a range of educational, healthcare and community buildings. It can also be used for some residential properties when the building is a part of a mixed-use development which is being converted for residential use, or for delivering student accommodation.

More information on the companies appointed to the PB3 framework will be announced shortly. Contracting authorities interested in procuring using these frameworks are being encouraged to contact their local LHC regional hub.

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UK R&D Spending Increased by £70m

New figures released by HMRC show that UK construction companies are increasing their investment in innovation, with research and development (R&D) expenditure rising by £70 million.

Analysis from IronmongeryDirect has revealed that in the first half of 2018/19, construction companies spent around £1.36 billion on qualifying projects. Even though many claims have yet to be submitted for that financial year, this is already around 5.4% more than the previous year.

Using the UK Government’s R&D Tax Credit Scheme, companies can claim back up to 33p in every pound spent on R&D activity. This includes any project that aims to advance the industry by researching or developing a new process, product or service, or improvements to an existing one.

More companies in the sector are starting to take advantage of the scheme, with the latest data showing the overall number of claims is also on the rise. So far, construction businesses have made 3340 claims for R&D funding, a year-on-year increase of 1.8% (60). The industry now represents 5.7% of all R&D claims in the UK.

The majority of the construction-related R&D projects are classed as ‘specialised construction activities’. These account for two-thirds (66%) of the sector’s claims, way ahead of ‘construction of buildings’ in second place (21%).

However, the most valuable construction R&D claims are those labelled as ‘civil engineering’. Across the whole industry, the average R&D claim in 2018/19 was worth £70,359 – almost 5% higher (£3,286) than the year before (£67,073) – but the figure is far greater for civil engineering projects. The typical amount of tax relief awarded to such work is £129,412.

The totals also vary significantly across the UK. The most innovative area is London, with more claims made in the capital than any other part of the nation (455).

The regions which have made the most and least claims for construction R&D funding for 2018/19, so far, are:

1. London – 455 (£55m)
2. South East – 425 (£85m)
3. East of England – 400 (£5m)
4. North West – 375 (£145m)
5. West Midlands – 295 (£10m)
6. Yorkshire and the Humber – 255 (£85m)
7. South West – 250 (£10m)
8. East Midlands – 215 (£10m)
9. Northern Ireland – 180 (<£5m)
10. North East – 165 (£40m)
11. Scotland – 165 (£10m)
12. Wales – 155 (<£5m)

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Engaging with Wider Market & Industry

Taking a bespoke approach to our activities within the built environment is central to achieving the best possible outcomes – and the development of frameworks is no different. Jason Stapley, managing director at national framework provider Pagabo, explains how market engagement holds the key to creating frameworks that will truly benefit clients and suppliers alike…

The most important thing when developing a new framework is getting it right for all parties. A framework provider cannot simply dictate to the industry what it needs; it must engage with clients, contractors, suppliers, and the wider industry to get their view on what they want and need from their procurement routes.

It’s a crucial time to be examining how the wider industry can collaborate more to deliver on the principles laid out by the government’s Construction Playbook. This sort of industry-wide, early-stage collaboration is something that we strongly believe should form part of best practice – or ‘gold standard’ – for frameworks.

At Pagabo, we take a two-stage approach to our engagement. In the earliest days of development, we will hold one-to-one sessions with key organisations relevant to the framework to be developed. This tends to be those businesses or institutes that hold an influence over their area of the industry, and from these sessions we gather thoughts and tailor what shape the framework will likely take.

We also have to consider the breadth of works procured through the new framework may cover. This part is crucial, as we need to quickly and completely gain a thorough understanding the specific area of the market the framework will serve.

For example, our upcoming civils and infrastructure framework will allow the provision of very different outcomes – from roads and bridges through to nuclear and marine development. So, it’s not just a case of engaging with a couple of businesses but ensuring that we speak with those who work within the sub-sectors the framework seeks to serve.

Through a standard set of open and fair questions, we are able to get feedback and suggestions on our proposed structure – including lots, regions, and terms and conditions. This feedback allows us to make changes accordingly and build out the skeleton of the framework before issuing a prior information notice (PIN), which essentially throws the doors open to more suggestions and sees us running an open engagement session for the wider industry to join.

This allows us to take our initial outlines and work out how to knit it together with the requirements of the parties that will ultimately use the framework when it goes live.

At this stage we will also engage with our clients and put together a full paper on what we think the framework will look like following the initial stages of engagement. Again, we gain feedback on any changes they would want or need to see for the framework to work effectively for them. After this, we go to the final stage – going to tender.

Engagement with the industry and clients continues through this period – and is often when it reaches its busiest time. We can make final tweaks right up until the deadline thanks to this continued engagement. Once the deadline passes, the framework details lock – and we will issue clear clarification on any final changes that were actioned during this final stage.

Through our engagement with the market over the years, we have made changes or introduced new elements to our service that respond to requests or concerns.

For example, we introduced the reserve list as part of our awards process to help alleviate against companies going bust. Our market engagement showed that while frameworks already did a lot to help protect clients from construction companies folding, further protections could be introduced in the wake of the Carillion collapse in 2018. In addition to core appointments, reserves are named to supplement the procurement process in various lots and regions – depending on the framework makeup – and these have worked really effectively since their introduction.

We were also one of the first providers to include the direct award option within our frameworks. Simplicity and speed are at the heart of everything we do at Pagabo, and the direct award process allows clients to further speed up the procurement processes where needed, while still benefitting from all the other advantages of our frameworks and our in-house expertise.

The way we approach our framework development at Pagabo is very objective, open, and transparent. It’s not about churn of frameworks but embarking on a collaborative full engagement process with the industry to ensure we bring forth something that is a useful and powerful tool for all.

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Importance of Having a Utilities Strategy

We often refer to utilities as being the umbilical cord to the magnificent buildings and infrastructure around us. Any development would be a lifeless unusable shell without adequate utility provision, capacity, and connectivity.

Yet utilities are often overlooked by organisations who seem unaware of the opportunities within a deregulated marketplace that can generate a real competitive advantage on a project and whole lifecycle benefits that include CAPEX efficiencies that can be in excess of 80% and significant OPEX benefits to the landlord and consumer.

With power costs and availability increasingly becoming a key focus for the construction industry alongside sustainability and decarbonisation, can companies afford not to have a utilities strategy?

One size does not fit all

Building development is, to an extent, relatively linear. A structure and its integral components can be developed to plan using a general arrangement and service diagrams. The resulting design can be priced and procured with very little variation other than economic influences. However, the approach to procuring and delivering utilities differs considerably. For example, there could be a need for two entirely different utilities strategies for two identical buildings in two different geographical areas. This example emphasises the importance of a bespoke and cohesive strategy for each project.

Infrastructure availability can make or break a development

The location of a development is dependent on land availability/suitability, planning and of course the availability of utility services. In some instances, the feasibility of a project will be dependent on the utility infrastructure available to service a site. This is especially true for technology, industrial or manufacturing facilities where connections into high-capacity power and water networks are required. Another example being data centres, where power and telecommunication infrastructure availability and resilience is critical to the operation of the facility. However, service and supply can also impact smaller developments such as residential, retail, and commercial facilities in areas of high demand such as towns and cities, and in rural areas where network capacity is limited. In these instances, it is necessary to develop appropriate strategies in areas where the availability of utility connections are limited or demand is high, to minimise offsite infrastructure and identify true availability on the networks. This may result in a need to rationalise designs and use technology and innovation to reduce project costs and risks.

Dealing with dynamic

Utility networks evolve and develop as does the demand put on them. We can therefore deem these networks to be dynamic in nature with no two sites ever being the same, even if upon inspection networks appear similar in capability. When considering a development during the master planning or feasibility stages of a project, the focus is not just on how the development will be served but also the land legacy and any residual utility infrastructure residing within the redline development area. This infrastructure is generally considered by the project team as being a site constraint and a risk, that will often require disconnection, diversion or where highway boundaries alter, stopping up. With the right utility strategy in place, perceived project risks can often deliver opportunity.

To create the greatest impact on a project, the utilities strategy must be considered as a whole lifecycle process that factors in existing utility constraints, temporary construction requirements and the demands of an ‘in use’ operational facility. To maximise the opportunities available on each project it is important that utilities strategies are developed during the preparation and briefing stages and refined through RIBA plan of works stage 2 and 3. However it is also possible to develop ‘value add’ opportunities in the later procurement and delivery stages of a project.

Missed opportunities

We often talk about the ‘missed opportunities’.  These arise in the absence of a cohesive utilities strategy, where utilities are not considered until the later RIBA plan of work design stages or where a client developer procures the packages using a traditional approach . The latter can often be referred to as linear utility procurement and this type of procurement offers little in the way of benefit to the client, the project, landlord or future tenants.

Put simply, a major failing of procured utility packages is the absence of choice to the client. A dynamic strategy will not only provide the client and project team with options but will develop contingency to meet the demands of a developing design.

Other indicators that a utility procurement and delivery strategy is not working hard enough for a project include costs estimates and costs plans that comprise £/m² pricing or cost assumptions benchmarked on previous projects, pure outlay to the client and an absence of value management opportunities and control through the delivery stages.  A hard working utilities strategy should deliver CAPEX savings  or below the line rebate revenues, whilst providing landlord and consumer with whole life cycle OPEX efficiencies,

A cohesive utility strategy is a critical requirement for unlocking potential cost opportunities and mitigating risk on a project. It also addresses key issues relating to corporate and social responsibility, providing clients with a true competitive advantage in the marketplace. Currently many organisations are unaware of the flexibility that results from operating within a deregulated market place. Cost efficiencies which can be as high as 80% can be achieved with the right solution. Realising that unique strategy on a scheme can sometimes be the determining factor as to its viability.

Written by Rees Westley who is Head of Utilities at Business Critical Solutions the specialist services provider to the digital infrastructure industry.

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Medical & Residential Scheme for Southwark

Nexus Planning is pleased to announce that it has secured a resolution to grant for a medical practice and car-free residential scheme at Falmouth Road, Southwark.

The medical practice will cater for 85% more patients in the area, and 41% of the residential units will be affordable housing.

The new medical practice at Falmouth Road will include improved facilities and will see double the existing floor space, from 520sqm to 147sqm. This size increase will allow for more patient capacity.

In addition to this, the scheme will also deliver 39 residential units, of which, 41% (16) will be affordable. The scheme will deliver a policy compliant unit mix, meaning mover 70% of the units will have two+ bedrooms The scheme exceeds policy requirements in terms of accessible units, delivering 15% of units as wheelchair accessible.

The Falmouth Road scheme also achieves high-quality residential design, with 95% of units being dual aspect, and all units having direct access to private open space. There will be 245sqm of communal amenity space by way of roof top terraces and the scheme will deliver a green, biosolar roof. Furthermore, the proposal is car-free and delivers considerable cycle parking. The site is highly sustainable, with excellent public transport accessibility.

Nexus Planning undertook detailed engagement in the lead up to application submission. This included multiple pre-apps and design reviews with the Council, two public exhibitions for local residents and engagement with the Met Police for SBD.

Rob Pearson, Executive Director at Nexus Planning London, comments: “We’re excited by this scheme, as we believe it delivers a number of public benefits in a highly sustainable location, including affordable housing, accessible housing, improved and enlarged medical facility. It’s been a collaborative effort to achieve an attractive and unique building design, working together with our client, Oak Narwana LLP; project architects, TAS Architects; and the Council’s design officer. Overall, it feels like the project team has gone over and above to deliver a fantastic new development – one that I hope will become an important part of Southwark community.”

The scheme is of high-quality design and integrates well with the newly refurbished Dickens Square Park. It was praised by Southwark Council’s design officers as “likely to be an extremely distinguished building at the heart of its community”.

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Safeguarding Mental Health in Construction

After years of going under the radar, the men’s mental health crisis is finally getting discussed in mainstream media. While dealing with mental health conditions is hard for everyone, many men feel under pressure to keep their feelings to themselves, which ultimately leads to them struggling for longer. The crisis is so severe that suicide is currently the leading cause of death for men under 35 in the UK (safeline).

But male mental health statistics are even worse for men in the construction industry. Recent research has found that 58% of tradespeople have experienced poor mental health, and 91% experienced work-related stress at least once a month (Ironmongery Direct). These shocking statistics show just how vital it is to safeguard men in this industry. For men’s health week, industrial tool supplier Zoro will share actionable tips for employers to protect the wellbeing of their staff.

Provide mental health training

Mental health is a complex topic that often feels uncomfortable to talk about. That’s why so many men sweep it under the rug and ignore it until they reach breaking point. The truth is that many of us don’t truly understand mental health issues. This makes it even harder for people to talk about their own experiences, as they may not know how to express their feelings.

To help workers understand their own mental health, and spot when someone else may be struggling, provide staff with mental health awareness training. Not only will this help break the stigma surrounding the topic, but it will help the team look out for each other. This is important for all workers, but especially for team leaders who are there to support their colleagues. Mental health training courses are beneficial for the whole team, and they take up very little time. Many courses take just half a day, and some can even be done virtually.

Give staff enough time off

Whilst some businesses were forced to shut completely over lockdown, many construction companies reported being busier than ever in 2020. Although this sounds like good news for the industry, it’s anything but if it’s damaging employee’s mental health. Recent research has found that construction workers are more at risk of suffering from burnout than people in any other sector (pbctoday).

It is vital that all companies obey the laws on maximum working hours. Employers cannot make employees work more than 48 hours per week, and workers must have either one full day off a week, or two per fortnight (acas). Although these conditions seem more than reasonable, unfortunately many construction companies have been found to break these laws (Construction News).

Employees should also be encouraged to use their paid time off. One study found that on average, UK workers use just 62% of their holidays (Glassdoor). Managers should take the lead by using all of their annual leave, to show workers that it’s okay to do the same. Employers should also remind staff they have a right to take sick days for both mental and physical health. And if it seems like work is getting on top of employees, managers should aim to lower their targets to ensure that staff don’t spend hours doing overtime to catch up.

Provide wellbeing services

Having a supportive workplace is vital for employee mental health. Giving team leaders mental health training and encouraging workers to communicate with their manager about mental health issues is a great way to protect the mental wellbeing of the staff. But some people find discussing mental health issues with people that they know far too uncomfortable. So, help these employees get things off their chest by providing a workplace wellbeing service.

There are many companies out there dedicated to workplace wellbeing that can be accessed for a reasonable price. They offer a range of services, including counselling, life coaching, and wellbeing resources such as podcasts and articles.  As well as implementing wellbeing programmes, managers should also encourage workers to protect their mental health outside of the workplace by visiting their GP. Be flexible when it comes to GP appointments, as this will help employees prioritise their mental health.

Create a positive safety culture

Protecting mental health in construction isn’t just about giving workers a shoulder to cry on — managers should aim to reduce employee stress by protecting their physical health at work. Construction is one of the most dangerous industries in the UK, with workers being four times more likely to die in a workplace accident than any other industry (Health and Safety Executive). With this statistic, it is no wonder that male construction workers mental health is at an all-time low.

To keep employees safe in the workplace, getting the right equipment is vital. Buy high-quality tools from a trusted supplier, and make sure that workers are fully trained before using the equipment. Ensure that employees are wearing the appropriate protective equipment at all times, and display clear signs around the site to keep them aware of their surroundings.

Kelly Friel, Digital Product Manager at Zoro said:”The recent statistics on the mental health of men in the construction industry are devastating. Managers should respond to these stats speedily and effectively, by prioritising safeguarding in the workplace. Providing mental health training is a great way to start. This will help employees spot when something doesn’t seem quite right with their colleagues, and it will help them understand their own mental health too.

“Looking after employee safety is absolutely crucial for protecting mental wellbeing, especially in the construction industry. Workers should always be provided with reliable tools from a trusted manufacturer. And make sure to supply them with high-quality protective clothing and equipment, such as safety goggles, ear defenders, and work boots.”

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Construction Recovery Gathers Momentum

Glenigan, a construction insight and intelligence business, has released its June edition of its Construction Review.

The month report provides micro-analysis of Glenigan’s comprehensive and accurate construction data along with macroeconomic commentary offering indispensable information and covers; market performance, top contract and client league tables, the Glenigan Index, economic outlook, sector performance analysis.

Positive Outlook

Overall, the outlook is positive with construction recovery gathering momentum. The value of projects starting on-site averaged £5,395 million per month during the three months to May. This represents a 5% rise against the preceding three months and 49% higher than the lockdown disrupted period a year ago.

The rise against the preceding three months was due to a 7% increase against the previous three months in the value of major projects starting on site. At an average of £1,232 million a month, major projects were also 6% higher than a year ago.

Plans in Place

Further, the value of contract awards rose 8% against the preceding three months to stand 77% up on a year ago and 8% above the same period in 2019.

Also, the value of underlying detailed planning approvals grew robustly, rising by 8% against the preceding three months (seasonally adjusted) to stand 39% up on a year ago.

This is contrasted by an 11% dip in the value of work securing detailed planning consent during the three months to May 2021.

Upward Output

On-site work appreciated during the first quarter of the year, according to the latest official data from ONS, with output rising by 2.6% against the preceding three months although it was 1.2% down on a year earlier.  An increase in the value of projects starting on-site is expected to sustain further output growth over the course of 2021.

Commenting on these findings, Glenigan’s Economic Director, Allan Wilen says, “Encouragingly, further growth is expected with both main contract awards and detailed planning approvals strong. However, supply and cost of materials may dampen the pace of growth across the sector. Further progress will be needed over the summer to bring construction activity back to pre-pandemic levels.”

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Go-Ahead for HS2 Permanent Works

Grant Shapps, the UK Transport Secretary, visited Old Oak Common HS2 hub last week to meet the team who are currently working there, to give them the thumbs up to start work on the biggest newly built railway station in the UK.

More than 2,300 jobs will be supported on the site at peak construction, with over 250 apprenticeships being created as part of it. There will also be a commitment to recruiting local candidates of all ages and backgrounds for the project.

The green light from Mr Shapps means that work will commence with the construction of a 1.8kn long underground diaphragm wall around the area which will become the station’s ‘underground box’ where six HS2 platforms will sit to accommodate trains serving the Midlands and the North.

Piling rigs will install 160 reinforced concrete columns within the wall to help form the box as well as supporting the structure.

Transport Secretary Grant Shapps said: “The start of permanent works at the largest train station ever built in the UK in one go, Old Oak Common, marks yet more progress in delivering HS2, the high-speed, high-capacity and low carbon railway that will form the backbone of our national transport network.

“This ‘super-hub’ station shows our Plan for Jobs in action – kickstarting major regeneration, creating 2,300 jobs and 250 apprenticeships in construction – and underlines this Government’s determination to Build Back Better.”

Once it is complete, Old Oak Common station will offer unrivalled connectivity, with fourteen brand new platforms, six HS2 platforms offering high speed rail services connecting the North and the Midlands, four Crossrail – or Elizabeth Line – platforms and four conventional rail platforms, which will be served by trains to Wales and the South West.

Following the first phase of construction to create 750,000 m3 box, the work on eight underground platforms will be ready to begin. More than 1600 concrete piles will be installed into the ground on which the station superstructure and overground platforms will sit.

Nigel Russell, Project Director, Balfour Beatty VINCI SYSTRA said: “This incredible milestone is testament to the dedication of our team, who have worked tirelessly to make this moment happen. With many more years of work to do, we are proud to be delivering one of Britain’s largest, connected and sustainable railway stations whilst simultaneously stimulating the local economy.

“Through our work, we are providing numerous employment opportunities for local people, as well as offering 250 apprentices the opportunity to start their career on the UK’s most exciting engineering project.”

Bringing the station together will be the station’s immense roof, covering the area of over three football pitches. The lightweight roof structure has been designed to minimize the use of materials and allow as much natural light in which reduces the carbon impact of the station. The environmental credentials of the station will be boosted by solar panels covering the roof, generating a supply of renewable energy for the station. The station design development has been led by engineering professional services consultancy WSP with architectural support from WilkinsonEyre.

The Balfour Beatty VINCI SYSTRA joint venture is leading the construction work on the ten-hectare west London site. The station’s size and scale means it will boast some incredible stats and features including:

• 73,000 tonnes of steel
• 13,000 square metres of glass
• 2,720 square metres of solar panels on the roof
• 53 lifts and 44 escalators
• 550 cycle spaces
• 10,000 energy efficient LED light bulbs

With over 250,000 passengers using the station every day, Old Oak Common will become one of the country’s most vital transport hubs and a catalyst for economic regeneration for the area and the rest of the UK.

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Can Industry Move Towards Greener Working?

Mainmark’s Technical Sales Engineer, David Hedley BEng (Hons), discusses the key issues currently facing the UK building, construction and infrastructure industries.

The construction industry is known for its heavy use of natural resources, which is often an unavoidable part of the process. However, as the UK Government becomes more conscious of climate change and its impact on the world there is an increasing drive to re-think the way we build and re-design the built environment.

The construction industry has come together to call for the government’s ‘Build Back Better’ slogan to pave the way for investment into smarter carbon conscious building projects and for the opportunity to improve existing buildings and infrastructure. The budget announcement on the 3^rd March confirmed this priority with the first ever UK infrastructure bank being set up to finance public and private sector green industrial revolution projects and consumers are being offered the chance to put their savings towards supporting green projects. This is the opportunity for a real turning point, but barriers still remain.

What are the current barriers to greener construction? 

One way to reduce the impact of construction projects is to focus on repairing and remediating rather than re-building. But, remediation to existing structures is often seen as a labour intensive task and traditional methods such as demolition and rebuilding are preferred. Becoming more sustainable requires a change in mind-set, to think about the kind of innovation and technologies available, to operate more efficiently with less negative environmental impact and with an aim to restore, not re-build, where possible.

This mind-set is not limited to the building sector, as we see this issue frequently in UK infrastructure as well. According to the Asphalt Industry Association (AIA), over 40% of the local road networks in the UK require maintenance within the next year and the cost to deliver these repairs continue to outweigh the budget set aside by the government. The result is often a quick patchwork fix which does not eliminate the problem at its root cause and therefore can require attention multiple times. This is not the best way to keep costs down and cut carbon emissions, and as an industry we need to look at addressing these issues at the root cause to create longevity in our built environment, and truly ‘Build Back Better.’

Time and resources

Construction projects often require the use of heavy plant equipment which take time to operate and emit CO² in the process. While work is underway to look at ways to power plant and equipment differently, such as Hydrogen powered diggers, we still need to take this opportunity to think differently about the way we undertake projects.

Around half of all non-renewable resources we consume are used in construction,¹ yet modern methods of working can be more sustainable. It is essential that we re-use more of our materials in the process, remediate rather than re-build and use fewer raw materials, eliminating the reliance on complex and often international supply chains that have their own unique challenges.

At Mainmark this is something we strongly believe in. Our resin injection solution Teretek® is used in the process of building and infrastructure remediation and is a sustainable and responsible solution that focuses on preservation rather than replacement. It reduces the need for invasive, lengthy traditional ‘underpinning’ works, that create environmental challenges in the methods used.  It does not affect groundwater, soil quality, or local wildlife – making the process environmentally inert.

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Wates Adopts Company Wide Flexible Working

Wates Group has announced that it is to adopt a company-wide flexible working policy, as it looks to embrace the Group’s high standards of customer service by improving staff wellbeing and productivity.

The company employs almost 4,000 people throughout the UK, is encouraging it’s workforce across the business to experiment with different working patterns, which it hopes will improve employees working life. All new roles are being advertised as flexible and teams are being encouraged to develop working patterns that take into account the individual preference of employees, enabling everyone to perform their best.

This decision makes Wates one of the first construction companies to offer and support flexible working over its entire business. This new approach makes the business more inclusive, helping it to attract and develop a more diverse workforce.

The approach is summarised in a set of Flexible Working Principles, which clarify that flexible working should be for everyone, regardless of where they work; and that it should be achieved in a way that maintains or improves service delivery for customers, as well as being sensitive to the needs and preferences of the wider team.

David Allen, Chief Executive at Wates Group, said: “As a family business, we are committed to doing everything we can to help colleagues achieve a better work-life balance. The pandemic challenged us to work in different ways and to adapt.  We learned a lot about how to work flexibly, and about how doing so can improve productivity, performance, health and happiness.

“We have listened to feedback from colleagues from across the Group and, as part of launching our Flexible Working Principles, are encouraging them to use the next few months to experiment with their working patterns: to find what works for them; to show us what they want their working life to be like in the future; and to use these new flexibilities to support our goal of becoming the most trusted, sustainable and progressive business in the sector.”

Jane van Zyl, CEO of national work-life balance charity Working Families, said: “Wates’ Flexible Working Principles, and the culture change they are ushering in, is an extremely positive and inspiring thing to see. We know that for too long flexible working has been seen as the preserve of office workers, but this shows that flex is possible in roles whether you’re sat at a desk or working on site.

“It’s why we were so pleased to partner with Wates on our recent #FlexTheUK campaign: we want to show that whether it’s flexing hours, working pattern or location, flexible, family-friendly working practices don’t just bring huge benefits for employees – they make sound business sense too.”

Wates’ Flexible Working Principles were introduced in response to feedback from staff, which highlighted that almost 90% of colleagues would prefer a mix of home working and office working in the future. A separate survey of just over 1,000 parents, launched as part of Working Families’ #FlexTheUK campaign, which is supported by Wates Group, showed that parents overwhelmingly want employers to create more flexible jobs (84%), and would consider jobs advertised as flexible more attractive when looking for work in the future (69%).

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ORCA Hub Secures £2.5m in Funding

The ORCA Hub, a strategic project which is led by the National Robaotarium has secured a further £2.5 million in funding to help with its research within the robotics research industry.

The ORCA Hub are using robots to make offshore infrastructure inspection and safer is now moving one step closer thanks to the funding injection from UK Research & Innovation (UKRI).

Founded in 2017 and led by Herriot-Watt and the University of Edinburgh, the ORCA Hub includes Imperial College London, Liverpool and Oxford Universities, supports energy transition and the growth of renewable energy.

Working with industry partners, the Hub’s main aim is to help the offshore energy industry use robots to safely inspect, maintain and repair platform, wind turbines as well as other infrastructure, guided by human experts on ships, or back on shore.

£600,000 of the new funding will be used to help deliver six demonstration projects with industrial partners, including the inspection of wind turbine foundations and the deployment of Industrial Internet of Things (IIoT) sensors.

The remaining £1.9 million will fund an extension of ORCA Hub’s activities to see if technologies and processes developed by the Hub can be used in other sectors, ranging from construction and urban infrastructure through to decommissioning and waste management.

Yvan Petillot the ORCA Hub’s new director said: “Robots have the potential to carry out inspection and maintenance in hazardous environments, reducing the risks of putting divers into the water in harsh conditions or workers operating at height on wind turbines. Finding ways to combine the flexibility of autonomous robots with remote human operators has been one of the key strands in my career over the past 20 years.

“The international offshore energy industry is undergoing a revolution, adopting aggressive net-zero objectives, and shifting rapidly towards large scale offshore wind energy production.

“The long-term industry vision is for a digitised offshore energy field, operated, inspected and maintained from the shore using robots, digital architectures and cloud-based processes to realise this vision. However, the recent pandemic has highlighted a widespread need for remote operations in many other industrial sectors.

“The ORCA Hub has built a community of roboticists and expertise during its initial phase. This funding extension aims to accelerate the translation of the research into our existing industry network, working with companies including Wood, EDF and Ross Robotics, while expanding into new sectors by adapting the current research and tackling the novel challenges these sectors bring.”

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The Future of Work in Europe

Digital transformation has been dramatically accelerated over the last year as businesses looked to support a newly remote workforce during the COVID-19 pandemic. While the transformation has forced many businesses to innovate, the emergence of more automation in the workplace has presented a new threat to workers and put the microscope once again on the need to upskill and reskill the European workforce as a critical priority.

Autodesk Foundation and the Royal Society of Arts (RSA) today publish a new research study, “Good Work Innovations in Europe,” exploring the future of work trends and innovations in Europe. The research looks at how technology and other forces like COVID-19 are impacting workers and shaping the workplace, and offers specific insights into the future of work in construction and manufacturing across the region.

Europe is a diverse continent with vastly different employment levels and industry focuses as you move from country-to-country. Subsequently the threats and opportunities presented by automation are equally diverse.

Southern Europe and Rural Regions Face Greatest Threat from Automation

According to the report, the OECD predicts that 14% of jobs in Europe are at high risk of automation, while a further 32% could experience significant change due to new technologies. The risk to workers varies greatly across the region with Northern Europe and Nordic countries much less automatable than those in Eastern and Southern Europe.

Sweden, Finland, and Norway were found to be least at risk from automation, while the Slovak Republic, Slovenia, and Greece face most challenges owing to low labour market participation and strength of agriculture and other highly automatable industries in the region.

The research also showed great disparities between rural regions and major cities around the threat that automation presents. In almost every European country, capital cities are found in the regions least at-risk of automation while largely agriculture regions are most at-risk.

In the UK, roles around London (8%) the least likely to be impacted by automation and Northern Ireland (11%) the highest. According to the report, this relatively low impact is due to the UK’s already high level of business digitisation (of which it scores 35 in the Digital Economy and Society Index) and therefore makes it more likely to be resilient to automation.

Manufacturing and Construction Face Different Future of Work Challenges

In terms of industries, workers in manufacturing and agriculture are most at risk from automation in Europe, while those least at-risk include both hi-tech sectors such as computer programming as well as hi-touch sectors such as education.

The report found that manufacturing faced a greater chance of automated solutions making it into the workplace, but that it didn’t automatically translate as a threat to workers, with a range of manufacturing roles – including operators, technicians, and production managers – expected to oversee robots and a broader range of automated processes.

Construction is facing a lower automation risk than the manufacturing sector, primarily because activities are less repetitive and outputs more customised. The transformation in construction in Europe encompasses many different approaches, including the automation of physical tasks, and the digitisation and automation of design, planning, and management procedures. Bricklaying robots, drones and autonomous vehicles used for surveying, monitoring and transportation are becoming more prevalent on building sites in the European market.

In both industries, the emergence of automation puts a finer point on the need for better training and dedicated upskilling and reskilling initiatives to equip workers for success and enable them to work effectively alongside automated solutions.

The Green Jobs Revolution in the UK

Additionally, the report highlights the rise of the greens job revolution, calling out the Local Government Association (LGA) estimation that as many as 700,000 jobs could be created in the low-carbon and renewable energy economy in the UK, rising to over 1.2m by 2050 – with many jobs in the construction and manufacturing. And according to the European Investment Bank, any job losses resulting from this green revolution will be concentrated to traditional industries such as fossil fuel extraction and automotive.

Impact of COVID-19 and Preparing for Jobs of the Future

Thanks to its potential for facilitating contactless interactions and alleviating both manpower and cost pressures, the adoption of automation accelerated in Europe during the COVID-19 pandemic. While much of the relief provided by government has focused on worker benefits, the report identifies several promising innovations in skills, training and lifelong learning to help workers to prepare for the jobs of the future. These include:

• Online learning: New waysto think about online learning including Massively Open Online Courses (MOOCs) and other tools that offer learners a flexible, modular approach to upskilling and reskilling.
• Technology bootcamps: Programmesthat teach people digital skills in an accelerated format and connect them with employment opportunities.
• Digital credentials and skills profiles: New approachesto recognise and validate skills, including those developed through on-the-job and informal learning.

The RSA has been at the forefront of significant social impact for over 250 years and shares a vision for the future of work with Autodesk – to ensure that everyone, regardless of background or starting point, can pursue good work in this age of technological change.

At Autodesk, our perspective is that the emergence of automation will provide opportunity if we put people at the heart of the process and equip them with the skills they need to thrive in a new era of technology.

Creating that opportunity requires a coordinated effort between the UK Government, education, private sector organisations and the workers themselves… It also needs new approaches to skills development, training, and lifelong learning to position workers to succeed.

Europe is a diverse region and the automation related challenges facing individual countries are as unique as the countries themselves. Regardless of location, however, the focus must squarely remain on a cohesive partnership between all stakeholders to ensure the workers are equipped to succeed.

To read the full “Good Work Innovations in Europe” report, head here.

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Parliament Invites Public to Share Ideas

Residents throughout the UK are being invited to tell the Houses of Parliament Restoration and Renewal Programme what they think about the key aspects of the restoration of the nation’s Parliament buildings.

The Palace of Westminster is currently under construction, and as maintenance and ongoing work costs doubling in just three years, essential restoration and renewal work is needed in order to protect it for future generation.

The work to help restore and renew the Palace of Westminster is helping to create thousands of jobs and training opportunities throughout the UK. As the team continue the restoration efforts to develop a detailed and costed plan, members of the public will have the opportunity to submit ideas and share views on a range of issues to help inform the plans.

Sarah Johnson, CEO, Houses of Parliament Restoration and Renewal Sponsor Body said: “The world-famous Palace of Westminster is a national and international landmark, and the cornerstone of our democracy. As we develop the detailed and costed plan to restore and renew the Palace of Westminster, we would like to involve people from across the country and give everyone the opportunity to tell us what they think about their national Parliament building.”

Leader of the House of Commons Jacob Rees Mogg said: “People will rightly expect the essential work needed to restore and renew the Palace of Westminster to be cost effective to ensure taxpayers’ money is spent wisely.

“I welcome all good ideas on protecting our magnificent Houses of Parliament while addressing important issues including making the Palace more accessible for Members and visitors.”

Through a new online participation platform, people will be asked how the programme can make the restored Palace of Westminster more welcoming and accessible for Members, staff and visitors. The building does not meet all current guidelines for accessibility, with a wide range of challenges for people with mobility issues and other disabilities, including many areas of Parliament that are impossible to access step-free and without assistance.

Members of the public will also can tell the restoration programme what they think about the importance of the 150-year-old Palace of Westminster being a more environmentally friendly and sustainable building.

People will be able to join in the conversation until 14 July by visiting the Restoration and Renewal online conversation platform. Members of the public can also share their views by post. The conversation will be centred around the four topics outlined above.

Restoring the building will create thousands of jobs and training opportunities across the UK, including through an industry-leading apprentice loan scheme that will see around 160 apprentices, including engineers, designers, stonemasons, and carpenters, employed by the organisations overseeing and delivering the restoration of the Palace of Westminster and loaned to UK businesses working on the restoration.

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Work Completes on Urgent Treatment Centre

G F Tomlinson is pleased to announce that it has completed works to build a new Urgent Treatment Centre at a Lincolnshire hospital.

The £2.4 million projects, which was emergency funded and fast tracked to help ease COVID-19 pressure, involved the construction of a single storey extension at Lincoln County Hospital, expanding the facility’s existing accident and emergency department in order to create an urgent treatment centre, which also included a new entrance into the A&E department.

Secured through Pagabo’s National Framework for Medium Works, which covers schemes between the value of £1m-£5m in the Midlands – the project was completed over a period of 24 weeks following planning approval, with the official handover taking place at the end of April.

United Lincolnshire Hospitals NHS Trust submitted plans to City of Lincoln Council last year, after receiving a £7million national funding boost from the Department of Health and Social Care, which is part of a £150million capital funding programme to expand and upgrade 25 A&Es across the UK, to reduce overcrowding and improve infection prevention control in the wake of the COVID-19 pandemic.

The hospital remained operational while the Urgent Treatment Centre was being built and through further phased construction work which includes additional spaces and facilities, it is now able to increase its capacity and services.

Further phased works across the department include; a bigger resus area with twice as many bays for the emergency patients, a new paediatrics area with its own dedicated waiting room, and treatment cubicles and a sensory area for the youngest patients and their families. Chris Flint, director at G F Tomlinson, said: “This was a vital project completed under Pagabo’s National Framework for Medium Works, to provide much-needed additional space at Lincoln County Hospital, in order to cope with the influx of patients requiring treatment due to the COVID-19 pandemic.

“Ensuring that we worked as quickly, efficiently and safely as possible on site was our number one priority, given the challenges of working at an extremely busy hospital that remained fully operational whilst building works took place. We are delighted to have delivered this project within a very short space of time, to improve the services and capacity the hospital can offer patients.”

Emma Hesbrook, regional relationship manager for the Midlands at Pagabo, said: “Due to the importance of the scheme, the Trust required a quick procurement route that also offered them full compliance. By procuring through our Medium Works Framework, they were able to appoint G F Tomlinson within days of making initial contact with Pagabo, which was hugely beneficial for them.

“I’d like to say a massive well done to the whole delivery team involved who have gone above and beyond to ensure that the project was delivered on time.”

Additional treatment rooms for mental health patients, and an ambulance drop-off point and new bays were also created outside the front of the department with entrances directly into the resus and major areas. The extra clinical space will ensure that the emergency department will be able to accept patients from ambulance crews with improved speed and safety.

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UK Infrastructure Bank Open for Business

The UK Infrastructure Bank officially opened for business last week (17 June 2021). Businesses and communities will have billions of pounds available to them as Chancellor Rishi Sunak launched the bank to support local growth and tackle climate change.

Based in Leeds, the UK Infrastructure Bank will be tasked with accelerating investment into ambitious infrastructure projects, cutting emissions and levelling up every part of the UK.

The creation of the bank was announced by the Chancellor alongside the Spending Review 2020. Mr Sunak said the bank will help finance important projects in every region and nation of the UK including clean energy, transport, digital, water and waste.

The Chancellor of the Exchequer, Rishi Sunak, said: “Opening its doors last week, the UK Infrastructure Bank will accelerate our ambitions for tackling climate change and levelling up, while creating new opportunities across the UK as part of our Plan for Jobs.

“Through the Bank, we are investing billions of pounds in world class infrastructure that will support people, businesses and communities in every corner of the UK.”

The UK Infrastructure Bank will have an initial £12 billion of capital to deploy and will be able to issue £10 billion of government guarantees, helping to unlock more than £40 billion of overall investment.

Working in tandem with local government and the private sector, the Bank will harness the investment tailored to the needs of specific infrastructure projects by offering a range of financing tools, including det, equity and guarantees. Mr Sunak also marked the bank’s opening by visiting its new office in Leeds, where he met senior leadership including the Bank’s Chair, Chris Grigg, and hosted a roundtable with local infrastructure and business leaders.

The Chair of the UK Infrastructure Bank, Chris Grigg, said: “The new UK Infrastructure Bank is open for business. I am delighted to be leading this institution, which will be a catalyst for investment to support regional economic growth and net zero ambitions.

“I look forward to building strong partnerships with project sponsors, institutions and local leaders.”

Darren Caplan, Chief Executive of the Railway Industry Association (RIA), said: “It’s great to see the new UK Infrastructure Bank set up in Leeds today, which will be vital in supporting infrastructure across the UK, including for rail projects. The railway industry look forward to working with the Bank, to generate a rail-led recovery post-pandemic, with rail investment creating jobs and economic growth across the UK.

“Interestingly, the Bank’s location in Leeds would mean it would be one of the many beneficiaries – alongside communities across the UK – of HS2 being delivered in full, with the Eastern Leg connecting Birmingham to Leeds. So we continue to urge the Government to publish the Integrated Rail Plan and give the green light to the Eastern Leg, unlocking the full connectivity and economic benefits HS2 provides.”

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Highways England Announces £218m Investment

Road users in the East of England are set to enjoy safer, quicker and easier journeys as Highways England has revealed a multimillion-pound package of improvements for roads, pavements and bridges over the next 12 months.

This announcement comes as the UK Government continues to drive its levelling up of transport in regions across England by investing in vital infrastructure and boosting both connections and local economies.

Well-known motorways and major A roads including the M11, A14, A1, A47 and A12 are all included in the package. Motorists, pedestrians and cyclists are set to benefit from the planned works, which include road resurfacing, bridge joint replacements, the creation of cycle lanes, improved signage and landscaping. In total, Highways England will spend £218 million on more than 100 schemes across Norfolk, Suffolk, Essex, Bedfordshire, Cambridgeshire, Hertfordshire and Buckinghamshire.

Roads Minister Baroness Vere said: “As we build back better from the pandemic, this multimillion-pound investment will ensure millions of motorists and road-users in the East of England have access to better journeys, all while improving road safety and boosting the economy right across the region.

“The investment comes in addition to our plans for major dualling and widening schemes on roads such as the A47 and A12, which will begin construction over the next 2 to 3 years.

This Government will continue to level up connections and improve infrastructure across the country, ensuring everyone, everywhere, can get around quickly and easily.”

Highways England will begin work on its comprehensive maintenance programme in the coming weeks, with schemes including:

• A12 junction 15-18 and junction 25 – concrete repairs and renewals, road markings, studs and kerbs.
• A11 Tuttles to Thickthorn – concrete renewals, studs and road markings.
• A120 Crown Interchange – resurfacing
• A14 junction 39 (Higham) to junction 42 (Westley) – resurfacing, studs, kerbs, road markings, restraint systems, traffic signs, bridge joints.
• A414 M1 J7 (Park St Roundabout, St Albans) – resurfacing, bridge joints, traffic signs, road markings and studs.
• A47 Longthorpe footbridge replacement – replacing bridge bearings.

Martin Fellows, Highways England Regional Director, said: “Hundreds of thousands of drivers use our roads every day for work journeys, home deliveries and the movement of the goods and services, so it’s essential we keep them in a good condition to ensure safety and reliability.

“With this investment, Highways England will continue to deliver the essential maintenance and upgrades throughout the region to improve safety and help keep drivers on the move.”

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UKEF Signs Flagship Green Partnership

At the start of June, UK Export Finance (UKEF) launched a new partnership with the Offshore Renewable Energy (ORE) Catapult to promote the expertise of UK offshore wind companies abroad.

UKEF signed a memorandum of understanding (MoU) on 5 June 2021 with ORE Catapult, which will help to bring global trading opportunities to UK suppliers and propel UK renewables exports.

The UK is the world’s biggest offshore wind market, with 10.4GW of total installed capacity, and the UK Government is helping UK companies export the country’s expertise to new and emerging markets.

ORE Catapult operates its National Renewable Energy Centre in the North East, which is a leading innovation centre for offshore renewable energy with expertise in accelerating offshore wind technologies and supporting clean growth. It develops new technologies to reduce the cost of offshore wind to help UK companies become more competitive.

As part of this cooperation agreement, ORE Catapult and UKEF will raise awareness of support that can be provided to assist UK businesses in the renewable energy sector. UKEF has also trained ORE Catapult employees to highlight the financial support UKEF can offer to benefit green SMEs. This training will enable ORE Catapult to raise awareness of the services UKEF offers among nearly 300 SMEs in the renewable energy sector they support.

To support the UK’s plan for a Green Industrial Revolution UKEF is heavily focused on supporting green projects and can offer them favourable repayment terms. It also has in place a £2 billion direct lending facility dedicated to financing clean growth projects and an international network of trade finance experts focused on supporting UK renewable energy businesses.

Richard Simon-Lewis, UKEF Director & Head of Business Development, Marketing & Communications, said: “There is a strong pipeline of new opportunities in the renewable energy sector as economies adopt clean energy pathways where UKEF can offer their expertise. We are uniquely placed to support the government’s ambition to grow clean energy as outlined in the recent 10 Point Plan and this agreement will help us tap into that potential on a more granular, regional basis and increase new business in cooperation with ORE Catapult.”

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Half the UK Workforce Lacks Basic Digital Kkills

Tom Boland, Global Head of Digitalisation at Zutec, explains what FutureDotNow’s recent findings mean for the sector and how this problem can be overcome.

More than 17 million people—around half the British workforce—lack basic digital skills. It’s an alarming statistic reported by FutureDotNow, and an issue which has long been overlooked by employers across all industries, including retail, services, manufacturing, the public sector, and our very own: construction.

Further, only 23 percent of employees have reported receiving any digital skills training and support from their employers.[1] This is a major problem for the construction industry in particular, which is the least digitised sector. A construction digital skills shortage amounts to sluggish productivity, errors and reputational risk, and also prevents us from achieving major goals such as building safety and Net Zero 2050.

That is why the UK Government has introduced the Building Safety Bill and Construction Playbook. Both drive the point home that in 2021, the skills to be able to create and manage digital building models and data are not just a ‘nice to have’, but a ‘must have’.

A golden idea

The absence of digital skills can make or break a project in the construction industry. Looking at building and fire safety alone, structures built without a digital plan in place could be deemed unfit for inhabitation. In 2017, Dame Judith Hackitt said in her interim report following the Grenfell Fire that “there needs to be a golden thread for all complex and high-risk building projects so that the original design intent is preserved and recorded, and any changes go through a formal review process involving people who are competent and who understand the key features of the design”.[2] Focusing on the latter part of that statement, while it’s important to have the design recorded in order for changes to be made, it’s equally important to have people involved who know how to successfully make those changes.

This means architects, engineers, contractorsbuilding inspectors and facilities managers will need to have access to, and know how to use, digital tools in order to manage the construction process from the planning phase through to handover. Hackitt recognised in her report the potential for BIM to transfer the documentation process onto a digital platform, and, over time, the Government began to set the rules and standards clarifying what digital requirements are needed to establish the golden thread of information. It published a document titled ‘A reformed building safety regulatory system’ last year which specified that duty holders will be responsible for creating and maintaining the golden thread related to fire and structural safety.

Fast forward to May 2021, and the Government has started to plan for ‘gateway one’—a number of new requirements that will be introduced into the planning system—which it plans to implement this summer ahead of the Bill’s release. The wheels are in motion for the use of technology in building safety, and those who don’t have a digital plan will be left behind.

Upskilling the industry

While it may seem like an almost impossible task to upskill staff in the use of digital tools, it needn’t be a daunting process. It’s necessary, not only in preparation for the Building Safety Bill, but for projects to progress at faster speeds, for compliance to be correctly followed, for seamless collaboration between teams and even for sustainability targets to be met. The sooner the sector gets to work on digital upskilling, the better prepared it will be for the inevitable changes coming its way.

Offering internal training programmes and mandatory courses can help staff at all levels become better acquainted with the latest technologies, including cloud-based platforms, such as Zutec, BIM, and data analytics applications. The CIOB also offers various webinars and CPD resources on construction technology and the vital role it plays in the built environment. With remote working becoming the norm during the pandemic, using these tools to work and communicate with others will soon become second nature and their benefits will become increasingly apparent as time goes on.

For companies who have the capacity to hire new recruits, engaging with a younger generation of construction (and construction technology) professionals will also help to further bridge the digital skills gap, as well as help to resolve the ongoing skills shortage on the labour and trades side of the sector, where young people are far from the majority. At Zutec, we have been doing our part to encourage fresh graduates and young employees to use their existing digital skill sets to better understand and use construction technology. This is crucial to ensuring digital tools are used now and in the future, and that knowledge of their use is passed on to each new generation of workers.

A warning for us all, but a solution is in our midst

Few in the construction industry would deny we are playing catch-up when it comes to digitisation, so FutureDotNow’s report is a timely warning. We need the right training, from basic online safety, to the use of virtual software for BIM, and data and asset management, to make sure the industry does not fall behind.

Dame Judith Hackitt and the Government have provided the impetus for the sector to make major changes to the way it does business, and to ensure that history does not repeat itself when it comes to people’s safety. The pandemic has already accelerated the use of online platforms and digital communication—let’s make sure we continue this much-needed trajectory for the good of our buildings as well as for one another.

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[1] https://media.futuredotnow.uk/wp-content/uploads/2019/08/Hidden-middle-unlocking-the-essential-digital-skills-opportunity.pdf

[2] https://assets.publishing.service.gov.uk/government/uploads/system/uploads/attachment_data/file/668831/Independent_Review_of_Building_Regulations_and_Fire_Safety_web_accessible.pdf

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£1.6bn Investment for UK Defence Estate

Four contracts worth £1.6 billion have been awarded to enable the delivery of crucial building maintenance and hard facilities repair services across the UK defence estate.

Forming a part of the first phase of the Future Defence Infrastructure Services (FDIS) programme, the contacts cover more than 31,000 units and aim to support facilities at more than 400 Defence locations across the United Kingdom, including RAF Lossiemouth, Catterick, Andover and Britannia Royal Naval College.

The contracts will create and sustain thousands of jobs throughout the UK, including more than 340 in Scotland and Northern Ireland. The investment will also make sure that small and medium enterprises in the UK are supported through the Defence supply chain.

The seven-year contracts include:

• Mitie: £160 million for facilities across Scotland and Northern Ireland
• Vivo: £558 million for the central region of the UK including Wales, the Midlands and the North of England. Vivo has also been awarded a £336 million contract for facilities delivery in the South West of England
• Vinci: £423 million for the South East of England

Facilities management covers maintenance of defence buildings, accommodation and training facilities across the UK estate, including plumbing and electrical works, and offering general infrastructural repair services.

Minister for Defence Procurement Jeremy Quin said: “Our people are at the heart of what we do, and these contracts will deliver key services and facilities management for our Armed Forces personnel based around the country.

“Helping to modernise and transform the Defence estate, the programme will also support thousands of jobs across the UK.”

The UK Prime Minister, Boris Johnson, announced in November 2020 that Defence has received an increase in funding of over £24 billion over the next four years, details of which were further outlined in the Defence Command Paper. This investment reaffirms the MOD’s commitment to maximise the use of the Defence estate, as well as prioritising funding for critical infrastructure.

Defence Infrastructure Organisation (DIO) Chief Operating Officer David Brewer said: “We are passionate about the work we do every day to support the armed forces and their families across the whole of the UK.  The Future Defence Infrastructure Contracts for the Built Estate represent an increased investment in maintenance by the MOD and will offer improved response times and increase the amount of planned maintenance.

“I am pleased to announce the successful suppliers. I look forward to working with these industry leading organisations to continue the work we are doing to improve the service we deliver for our Servicemen and women.

The Built Estate contracts will create and sustain thousands of jobs and protect local supply chains throughout the UK.”

DIO is committed to building a broader and more diverse supply base, working with both larger companies and SMEs through our supply chain to support local industry and deliver the facilities that the military need to live, work, train and deploy.

DIO is committed to improving the services it delivers to its Armed Forces customers and the FDIS Programme is doing this by incorporating customer insight into plans, digitalising services and processes where possible, and building stronger relationships with suppliers.

As part of FDIS, these contracts are the first of 10 that will be awarded between now and 2022. The later phases of the FDIS programme will see further contracts awarded for Accommodation Services and the management and maintenance of the UK Defence Training Estate.

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Specialist Wins Place on £330m Framework

Premier Modular, an offsite construction specialist, is pleased to announce that is has been awarded a place on the new £330 million LHC Modular Buildings Framework.

The appointment on the framework covers design, supply and installation of both temporary and permanent modular buildings to NHS trusts, local authorities, social landlords, along with other public bodies for the next four years.

LHC is one of the longest-established public sector procurement specialists and its MB2 framework includes buildings for education, healthcare, emergency services, offices, community facilities and student accommodation. It can also be used for residential projects which form part of a mixed-use development and is designed to give public sector construction clients easy access to modular buildings for hire and bespoke offsite solutions for permanent applications.

Commenting on this major framework appointment, David Harris, Managing Director of Premier Modular, said, “Our success in so many lots and geographical regions on this prestigious and long-established framework highlights the scope, quality and diversity of our hire buildings and offsite construction solutions for public sector clients across the UK.”

“The framework allows public sector construction clients to radically reduce the time and cost of procurement, with the additional benefits of instant access to project data, guaranteed service levels, best value pricing, and faster project commencement.”

Premier’s appointment on the new framework follows a rigorous selection process which included a detailed assessment of the quality and technical performance of its offsite building systems.

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Graven Hill Embraces Future of Building

At Graven Hill near Bicester, Oxfordshire, the UK’s largest self- and custom-build community, one third of self-build homes constructed between 2018 and 2021 have used modern methods of construction (MMC). This means that non-traditional methods of building, such as off-site manufacturing and innovative on-site techniques like tunnel form have been used.

With the Government having announced an MMC taskforce in its latest Budget to encourage the delivery of such homes in the UK, Graven Hill aims to remain a part of this important movement as it shifts into its next phase.

This year, one of Graven Hill’s specialist suppliers is set to complete 25 prefabricated homes on the development where, since 2018, a total of 34 self and custom build projects have used MMC.

At Graven Hill, each self-build project has a ‘Plot Passport’, which has been pre-approved by the local council. This outlines the parameters and other key guidelines for that specific plot. As long as self-builders follow this Plot Passport, they can get planning permission in just 28 days, as opposed to the usual 8-13 weeks. Choosing to self-build home using MMC further increases the speed of completion.

Karen Curtin, Managing Director at Graven Hill, said: “The announcement of the MMC taskforce was positive news. All of our Plot Passports allow for the use of MMC techniques, and we believe it will play an important role in the future of housing developments.

“With the help of our specialist suppliers, we have proven that prefabricated homes can be just as high quality and aesthetically beautiful as traditional homes. Offering both speed and affordability, MMC certainly looks to be the way forward for housing and we’re proud to be part of the revolution.”

Homes built off-site have proven to be popular with Graven Hill residents as they ensure quick and simple construction, and minimise disruption on site.

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ForrestBrown Warns Against Scam Letters

Those with businesses in the construction and engineering sector who are applying for R&D tax relief should be aware of ‘warning’ letters which make false claims and could offer potentially damaging advice, according to ForrestBrown, a specialist R&D tax relief consultancy.

A number of businesses have received the letters, which attempt to undermine the relationship between the recipient and their current R&D tax adviser.

ForrestBrown is keen to let people know about the false claims made within the letters and the threat that spurious advisers, as well as the poor advice they provide, could pose to them.

Key things for businesses to look out for when receiving letters about R&D tax relief include:

• The sender using poor grammar and overly emotive language.
• A personal mobile phone number being provided as the best contact number, rather than an office or landline number.
• The letter being labelled as ‘urgent’ or ‘important’.
• The recipient being requested to book in a call or meeting ‘in confidence’ or without anyone else knowing.
• The sender stating that they work or operate ‘on behalf’ of the industry, without providing any specific details.
• Any mention of regulatory bodies – or lack thereof. Spurious advisers will likely not make reference to regulation, as they are likely unregulated.

James Dudbridge, director and head of the advisory practice at ForrestBrown, said: “Over the years, we’ve witnessed a variety of different approaches that prey on the concerns of businesses and capitalise on the generosity of the R&D tax incentive, but this latest set of letters are not just grossly misleading – they have all the hallmarks of a scam.”

“While the aggressive approach and attempt to come across as well-informed and knowledgeable within the letter is certainly a new tactic, there are a number of errors that act as red flags to reputable advisers within the industry. It’s important for us to make businesses aware of these tell-tale signs so that we can help prevent them from falling victim to spurious advisers and their poor advice.”

“The consequences of following such advice can be costly in the long run, so I would invite anyone who thinks they might have received one of these letters to speak to their R&D tax adviser, or to get in touch with one of the team at ForrestBrown, who will be happy to assist with any questions or concerns.”

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Willmott Dixon Chosen for £25.6m Schemes

Willmott Dixon has been appointed to deliver Kensington & Chelsea Council’s ambitious New Homes Delivery Programme.

The company will provide two housing schemes for the council, which were procured via the SCF Framework. The larger project will be at Kensal Road, where Willmott Dixon will deliver a £17.1 million development that will see 37 homes above new ground-floor commercial accommodation. The five-storey building, which will complete in autumn 2022, will also benefit from shared garden space and a podium deck with a large, landscaped terrace.

Willmott Dixon will also deliver an £8.5 million development at Hewer Street which will provide 20 homes, seeing completion in winter 2022/23. Both the Kensal Road and Hewer Street projects will include air source heat pumps which eliminate the need for gas, providing a sustainable heating solution.

Cllr Kim Taylor-Smith, Deputy Leader and Lead Member for Housing, said: “Seeing the first spades in the ground at these sites is an exciting moment in our mission to provide much-needed good-quality homes across our borough, including at least 300 at social rent.

“There’s no single, simple solution to London’s housing crisis and that’s why we have committed to reduce the number of empty homes, push developers to provide more social housing and develop a policy to provide affordable housing for key workers.”

Roger Forsdyke, Managing Director for Willmott Dixon’s London & South Region, commented: “We are delighted to be working with Kensington & Chelsea Council on their bold New Homes Delivery Programme, creating much-needed homes for local residents and providing a minimum of half for social rent.

“We have a proud history of delivering housing for local authorities across London. Through our specialist local supply chain and social value programmes, we are looking forward to the opportunity to generate local prosperity within the community.”

The appointment to these two projects by Kensington & Chelsea Council is the latest housing scheme for a London borough by Willmott Dixon.

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